There are many parleys on the performances of men, as opposed to the performances of women. Whether we like to admit it or not, we always find ourselves in the middle of the same controversy: are men better managers than women, do women achieve better performances than men, what do we do when faced with the evaluation of each party’s results? It may be a mistake to try to find the standard answer, when key performance indicators are gender autonomous. So, how do we measure performance, in regards to gender, if the instruments we use to measure performance with, are unbiased? The answer is, we do not.
Differential management is the key for talent development within an organization. The concept and direction of differential management has recently penetrated the workplace environment. This approach represents quite the opposite from what companies used, or even still use, in practice when it comes to managing high performing employees.
As people, we all tend to evaluate the world around us, whether it is a certain place or location or even other persons, in order to learn how to adapt ourselves to the surroundings. Measurement has served as a way to explore the environment we live in for centuries.
All businesses are in a continuous search for processes and quality improvements that will eventually lead them to achieving a superior level of performance in their activity.
A benchmarking study can provide several benefits, including a set of measures for assessing the performance and a baseline from which to measure improvements. In order to achieve these, one should be aware and choose the proper method and tools for conducting the benchmarking study.
Humans are highly visual creatures. This allows for a higher understanding of data and enables managers, for example, to make quicker, smarter decisions. Looking back thousands of years, cavemen used visuals to, for instance, track time, record celebrations and other such activities.
